CORPORATE PLAN 2017-2022 - City of Rockhampton · Kershaw Gardens restoration and redevelopment will provide a new and improved outdoor space with several playgrounds, picnic shelters,

ROCKHAMPTON REGIONAL COUNCIL CORPORATE PLAN 2017-2022

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CONNECT WITH THE COMMUNITY | CREATE OPPORTUNITY | SUSTAIN THE PURSUIT OF EXCELLENCE

SERVICE HUB FOR TRADE, MINING & INVESTMENT

300 DAYS OF SUNSHINE A YEAR

87,769 ROCKHAMPTON REGION RESIDENTS

SERVICING 6,560KM2

TOTAL LAND AREA

CONTENTS

COMMITMENT TO A SMART & PROSPEROUS FUTURE

OUR REGION .............................................................................................4HISTORY ...................................................................................................6OUR COUNCIL ...........................................................................................8VALUES & BEHAVIOURS ............................................................................9MAJOR PROJECTS .................................................................................... 10WHAT IS A CORPORATE PLAN? .............................................................. 12OUR CORPORATE PLAN .......................................................................... 141. COMMUNITY ...................................................................................... 182. ECONOMY ..........................................................................................203. ENVIRONMENT ................................................................................... 224. SERVICE EXCELLENCE .........................................................................245. LOCAL GOVERNMENT LEADER............................................................ 26QUEENSLAND PLAN ............................................................................... 28COMMERCIAL BUSINESS UNITS .............................................................. 30FITZROY RIVER WATER ...............................................................................30ROCKHAMPTON REGIONAL WASTE AND RECYCLING .................................. 32ROCKHAMPTON AIRPORT ............................................................................34

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ROCKHAMPTON

Gladstone

Emerald__Gracemere

Mount Morgan

GREAT BARRIER REEF

TROPIC OF CAPRICORNROCKHAMPTON REGION

35.7% OF THE CENTRAL QUEENSLAND POPULATION

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Located in the heart of Central Queensland, the Rockhampton Region lies on the Tropic of Capricorn, bounded by Livingstone Shire in the north, the Pacific Ocean in the east, the Gladstone Regional Council area and Banana Shire in the south and the Central Highlands Regional Council in the west.

The local authority includes three main urban centres being Rockhampton, Gracemere and Mount Morgan and the smaller townships of Bajool, Bouldercombe, Kabra, Marmor, Stanwell, Gogango and Westwood located with a predominately rural landscape.

Rockhampton functions as the major service centre for business and employment, and the smaller townships provide an opportunity for people to live a productive and sustainable rural lifestyle, but with easy access to the services of the larger urban centres. Known for its relaxed lifestyle, outdoor living and natural beauty, the Rockhampton Region’s population forecast for 2017 is 87,769 mostly located in the urban areas and is forecast to grow to 113,096 by 2036.

In order to sustain such a population, the Region offers varied employment opportunities, with healthcare and social assistance representing the highest share of jobs. The Rockhampton Region is transforming into a major economic

and lifestyle hub for the broader Central Queensland Region, and makes a vital contribution to the growth of the Central Queensland, Queensland and Australian economies, with approximately $5.014 billion gross regional product as at 30 June 2015.

Major features of the Region include the Rockhampton Airport, CQUniversity, Stanwell Power Station, Gracemere Saleyards, Dreamtime Cultural Centre, major Stockland shopping centre, Rockhampton Central Business District, Rockhampton Heritage Village, Rockhampton Botanic Gardens, Fitzroy River, national parks, Gracemere Industrial Area and Mount Morgan.

The reliable water supply provided by the Fitzroy River (Australia’s second largest catchment) supports current and future economic opportunities and lifestyle. The Fitzroy River is a dominant natural feature for the Region, as it moves from expansive areas of productive pastoral and agricultural land in the west through to the Fitzroy River delta in the east. The diversity of landscapes, lifestyles, economic opportunities and communities contribute to this Region being one of the most diverse in all of Queensland.

The individual characteristics of the 60 localities and suburbs have shaped the unique character of the Rockhampton Region.

OUR REGIONTHE INDIVIDUAL CHARACTERISTICS OF THE 60 LOCALITIES AND SUBURBS HAVE SHAPED THE UNIQUE CHARACTER OF THE ROCKHAMPTON REGION.

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THE FITZROY RIVER CATCHMENT COVERS AN

AREA OF 142,665 SQUARE KILOMETRES, MAKING IT THE LARGEST RIVER CATCHMENT

FLOWING TO THE EASTERN COAST OF AUSTRALIA.

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Over 40,000 years ago the Rockhampton Region was inhabited by the Darumbal people. The Region provided plentiful wildlife and vegetation around Mount Archer and access to rich soils and water through the wide river “Toonooba”, now known as the Fitzroy River.

In the 1850’s the first European settlers came to the area and founded the “town by the rocks in the river”, Rockhampton whilst exploring the upper reach of the Fitzroy River Basin. The Archer brothers named Mount Sleipner and the Berserker Range, which was later renamed to Mount Archer in their honour.

The late 1800’s saw the Region become a great source of mineral wealth with gold mining in Canoona, Bouldercombe, Ridgelands and Mount Morgan. Much later this resource effort was redirected to the coal reserves of the nearby Bowen Basin.

Mining was not the only economic driver however, with the Region establishing its reputation as a high quality beef producer, leading to the development of abattoirs in the Lakes Creek area in the late 1800’s. The Region has always been at the cutting edge of breeding programs and research, responsible for innovations in the production of beef as early as the 1930’s.

Rockhampton launched itself as a service centre to the agriculture and mining industries, seeing significant investment and development in the Region as a result. The wealth gained from beef and minerals and the strategic location resulted in significant investment in education and health services and arts and cultural facilities across the Region.

As the Region developed, so too did the need for additional infrastructure. The railway west of Rockhampton to Longreach was completed in 1892, the Fitzroy Barrage in 1970, the Fitzroy Bridge in 1954, Neville Hewitt Bridge in 1980, Stanwell Power Station in 1996 and the new Yeppen Floodplain Crossing in 2015. This additional key infrastructure further strengthened Rockhampton’s role as the major regional centre in Central Queensland.

The Region experienced a stagnant population during 1991 and 2001 with zero growth; however since this time there have been moderate growth rates in line with national averages.

Highly valued traces of the Region’s rich history remain today in the many preserved buildings, monuments and memories of the community.

HISTORYHIGHLY VALUED TRACES OF THE REGION’S RICH HISTORY REMAIN TODAY IN THE MANY PRESERVED BUILDINGS, MONUMENTS AND MEMORIES OF THE COMMUNITY.

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MOUNT MORGAN MINE WAS A COPPER, GOLD AND SILVER

MINE. OVER ITS LIFESPAN (1882 -1981), THE MINE YIELDED

APPROXIMATELY 262 TONNES OF GOLD, 37 TONNES OF SILVER AND 387,000 TONNES OF COPPER. THE

MINE WAS ONCE THE LARGEST GOLD MINE IN THE WORLD.

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VISION | One Great Region

MISSION | To create a Region that our community values and others admire

OUR COUNCILEVERYONE CONTRIBUTES TO MAKING OUR COMMUNITY, A PLACE IN WHICH WE WANT TO LIVE, WORK, LEARN, PLAY AND INVEST.

Everyone contributes to making our community, a place in which we want to live, work, learn, play and invest. As part of the community, Rockhampton Regional Council plays a leadership role in working towards achieving community expectations. Along with individuals or groups within our community, Council leads, facilitates or advocates activities in pursuit of these outcomes.

As well as maintaining an extensive road, water and sewerage network, Council provides facilities and services such as landfills, botanic gardens, zoo, theatres, libraries, art gallery and year round swimming pool facilities. The provision of these regional community facilities are maintained by Council for the enjoyment of our residents as well as those from neighbouring communities and travelling tourists. In 2016/17 Council had an annual budget of $282 million, including $97 million of capital works, and employed 862 equivalent full time staff.

Rockhampton is recognised globally as the economic heart of Central Queensland. It is home to a critical mass of residents, high quality services and facilities and a dynamic and prosperous economy driven by entrepreneurial and innovative businesses, strategic investment and international exports.

To drive and foster economic growth three categories of initiatives will be of primary focus;

� Enabling initiatives – investment in activities, infrastructure, facilities and services that catalyse and enable the private sector and the community to grow and prosper;

� Value adding – building upon and adding value to our strengths of the foundational industry to deepen regional economic activity; and

� Diversification – broadening the economic base through promotion, fostering and growth of new industries and business.

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PEOPLE DEVELOPMENT

Leaders coach, support and listen to their people.We support and develop our people to ensure they can reach their full potential. We will seek and provide feedback with the constructive intent.Development is focused on technical and behavioural capability.People are valued and treated with respect regardless of position.

CUSTOMER FOCUSED

We are timely and responsive to our customers and community. Our decisions and actions have the customer and community at the front of mind.We engage with and listen to the customer.We support each other to achieve the best outcome for the customer.

ONE TEAMWe work together to find solutions and opportunities.We openly share knowledge, information and resources in order to deliver the best outcome for the Council.We talk with each other and seek ways to collaborate.We understand our shared goals and how each area fits together.We develop solutions with the big picture in mind ensuring we encourage collaboration and consider the impact on others.Communication and engagement are priorities at all levels.

ACCOUNTABLEWe are proactive and take personal responsibility.We are clear on our expectations, if in doubt we seek clarification.We do what we say we will do and deliver our promises on time.We hold ourselves and others accountable.We take personal accountability for our own and others safety.We trust individuals to do their job.

CONTINUOUS IMPROVEMENT

We take the time to explore better ways to do things.We listen to and genuinely value ideas from all staff. We accept mistakes will happen and we ensure we share the learnings.Continuous improvement is valued as an opportunity not an expense.We will be open to change, have an open mind and maintain a positive attitude.

VALUES & BEHAVIOURS

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The CBD Redevelopment Framework project will provide a road map to reinvigorate the City’s heart. The Framework will address everything required to deliver CBD revitalisation, from physical changes to the process for achieving change, including creating a more attractive, comfortable and safe pedestrian environment, economic development initiatives, an arts and cultural precinct, placemaking, space activation, parking, signage, traffic flow and more residential diversity.

The Riverfront Revitalisation will transform the upper and lower bank of Rockhampton’s iconic Quay Street into a mixed use space and recreational hub for businesses, locals and visitors. Featuring a fully reconstructed Quay Street, pier structure with restaurant facilities, wet play area, revitalised gardens and amphitheatre, the area will activate the central CBD and become a place for regular events and festivals.

Smart Way Forward will enable the Region to become a Smart Regional Centre, utilising real-time data created by sensors, as well as information and communications technology, to help improve public services, grow employment, obtain the most out of our resources and provide a vibrant city.

Kershaw Gardens restoration and redevelopment will provide a new and improved outdoor space with several playgrounds, picnic shelters, water play area, amenities, seating and BBQs. The project is set to be delivered over the next three years with a combination of Federal, State and Council funding.

Gracemere Pound development will provide a new animal pound facility including an administration block, cat holding and isolation, veterinary services facility and 24 screened kennels. Stage two will include a sealed road network with onsite car parking, another 24 kennel extension and stock control facilities.

Transformational streetscape revitalisation projects will occur in Mount Morgan as well as ongoing upgrades to the town’s sewerage system.

Mount Archer Activation Masterplan is now in the early stages of implementation. The plan has started delivering on projects to improve infrastructure and facilitate the environmental and recreational activities, which will be maximised by the community over coming generations.

The proposed South Rockhampton Flood Levee has been identified as the most cost effective option to mitigate the effects of flooding in Rockhampton. Planning and design work, technical viability and suitable funding arrangements between the three tiers of government is currently being undertaken before a final decision to construct the levee will be made.

MAJOR PROJECTS

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THE RIVERFRONT REVITALISATION WILL

TRANSFORM THE UPPER AND LOWER BANK OF

ROCKHAMPTON’S ICONIC QUAY STREET INTO A MIXED USE

SPACE AND RECREATIONAL HUB FOR BUSINESSES, LOCALS AND VISITORS.

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Over the coming years, the Rockhampton Region community is set to continue to grow and evolve, and will face significant changes. Change is inevitable, whether it is a growing and more diverse population, increases or decreases in economic activity, new infrastructure challenges or simply the community’s changing expectations. Any one of these could significantly affect the lifestyle of the Region’s residents. Council wants to ensure our organisation, and the community, is proactive in planning for the future, creating a Region that is admired for its strength, resilience and ability to embrace and benefit from change.

Rockhampton Regional Council’s Corporate Plan sets the strategic direction and priorities for our organisation for the next five financial years. It identifies expectations that the community desires within the Region, and outlines what Council will do to achieve these expectations. The Plan is designed around five themes, each supported by a number of outcomes that Council is committed to achieving.

Like all local governments in Queensland, Council is required to adopt a Corporate Plan every five years and pursue the achievement of the strategic objectives within the Plan. Council’s Corporate Plan themes have been crafted to align with the State Government’s Queensland Plan foundations to demonstrate that we are working together to progress our vision for the future. The Corporate Plan is directly linked to Council’s long term strategic documents, including our annual budget and Operational Plan. Reporting on the progress of the outcomes within the Corporate Plan are conducted through the Annual Report and Operational Plan quarterly progress reports.

WHAT IS A CORPORATE PLAN?COUNCIL ADOPTS A

SYSTEMATIC APPROACH TO MANAGEMENT OF ROAD MAINTENANCE REQUIREMENTS, RECORDING AND PRIORITISING DEFECTS.

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ROCKHAMPTON REGIONAL COUNCIL IS RESPONSIBLE

FOR APPROXIMATELY840KM OF SEALED URBAN

ROADS AND 1138KM OF RURAL UNSEALED ROADS.

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OUR CORPORATE PLANTHE STRATEGIC FRAMEWORK CONSISTS OF A NUMBER OF STRATEGIES, PLANS AND RELATED DOCUMENTS; THAT TOGETHER OUTLINE COUNCIL GOALS AND THE ACTIONS REQUIRED FOR THEIR SUCCESSFUL ACCOMPLISHMENT.

CORPORATE PLANCouncil’s five year strategic document outlining the goals and outcomes to achieve the community’s expectations.

OPERATIONAL PLAN AND BUDGETAnnual documents that outline how Council will achieve Corporate Plan outcomes for the financial year.

QUARTERLY REPORTSProgress reports completed each quarter on the Operational Plan activities.

ANNUAL REPORTDocument created at the end of each financial year providing a summary of what Council has achieved for the year.

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The Corporate Plan consists of five key themes; Community, Economy, Environment, Service Excellence and Local Government Leader. Each theme has a number of expectations that the community desires for the Region, connected by outcomes that Council will strive towards to satisfy community expectations. The Corporate Plan is a high level document which focuses on strategic outcomes rather than specific actions.

The Operational Plan is an annual document, created in conjunction with the annual budget, which focuses on specific activities and actions that Council will undertake to achieve the Corporate Plan outcomes. Council will report on the progress of these activities and actions through quarterly reports, and an overall summary for the financial year in the Annual Report.

The 2017-2022 Corporate Plan (including the 2017/18 Operational Plan Activities) has been published to enable the identification of linkages between both documents and to demonstrate how the Corporate Outcomes will be achieved in the 2017/18 financial year. The Operation Plan Activities will be updated in the 2017-2022 Corporate Plan each year.

Below are examples of how specific activities and actions included in the Operational Plan will be linked back to the Corporate Plan outcomes.

EXAMPLE 1

THEME 1. Community

COMMUNITY EXPECTATION

Regional Infrastructure and Facilities

CORPORATE OUTCOME

1.1 Safe, accessible, reliable and sustainable infrastructure and facilities

CORPORATE PLAN PERFORMANCE MEASURES

Community and stakeholder satisfaction with infrastructure, facilities, services and programs

OPERATIONAL PLAN ACTIVITY

1.1.1 Maintain high quality infrastructure

OPERATIONAL PLAN ACTIONS

1.1.1.1 Operate, maintain and repair infrastructure as detailed in the annual maintenance programs

EXAMPLE 2

THEME 1. Community

COMMUNITY EXPECTATION

Regional Infrastructure and Facilities

CORPORATE OUTCOME

1.2 Regional public places that meet our community’s needs

CORPORATE PLAN PERFORMANCE MEASURES

Community and stakeholder satisfaction with infrastructure, facilities, services and programs

OPERATIONAL PLAN ACTIVITY

1.2.1 Ensure that a range of community meeting spaces, public venues and facilities are provided to service the needs and expectations of our community.

OPERATIONAL PLAN ACTIONS

1.2.1.1 Provide venues suitable for community use

1.2.1.2 Manage and maintain major parks, aquatic centres and sports facilities

THE CORPORATE PLAN IS A HIGH LEVEL DOCUMENT

WHICH FOCUSES ON STRATEGIC OUTCOMES

RATHER THAN SPECIFIC ACTIONS.

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5.Local Government Leader

4.Service Excellence

3.Environment

2.Economy

1.Community

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ROCKHAMPTON IS RECOGNISED GLOBALLY AS THE ECONOMIC HEART OF CENTRAL QUEENSLAND.

IT IS HOME TO A CRITICAL MASS OF RESIDENTS, HIGH QUALITY SERVICES AND FACILITIES AND A

DYNAMIC AND PROSPEROUS ECONOMY DRIVEN BY ENTREPRENEURIAL AND INNOVATIVE BUSINESSES,

STRATEGIC INVESTMENT AND INTERNATIONAL EXPORTS.

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COMMUNITY EXPECTATION – Regional Infrastructure and FacilitiesCorporate Outcomes1.1 Safe, accessible, reliable and sustainable infrastructure and facilities1.2 Regional public places that meet our community’s needs

COMMUNITY EXPECTATION – SafetyCorporate Outcomes1.3 Safe places for our community

COMMUNITY EXPECTATION – Active and Healthy LifestylesCorporate Outcomes1.4 Healthy living and active lifestyles

COMMUNITY EXPECTATION – An Engaged and Connected Community Corporate Outcomes 1.5 Inclusive, connected and informed community 1.6 Our sense of place, diverse culture, history and creativity are valued and embraced

PERFORMANCE MEASURES � Community and stakeholder satisfaction with

infrastructure, facilities, services and programs � A diverse range of Council organised and supported

events, programs and activities that meet the needs of our community

RELATED STRATEGIES AND PLANS � Active Transport Plan � Animal Management Strategy � Conservation Management Plan � Customer Service Standards � Floodplain Management Strategy � Local Disaster Management Plan � Local Government Infrastructure Plan � Mount Archer Activation Strategy � Natural Hazards Risk Assessment � Recreational Fishing Strategy � Rockhampton Region Planning Scheme � Wayfinding Strategy � Workplace Health and Safety Management System Plan

1. Community OUR GOALA connected community that values a sense of belonging; where residents celebrate their diversity and have modern services available to support a safe, healthy and engaged lifestyle now and into the future.

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THE 2ND WORLD WAR MEMORIAL AQUATIC CENTRE

50M FINA-COMPLIANT OLYMPIC STANDARD

SWIMMING POOL HAS OVER 160,000 VISITORS EACH YEAR.

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COMMUNITY EXPECTATION – Regional Profile and ServicesCorporate Outcomes2.1 A destination sought for lifestyle, community events and tourism2.2 Value add to the strengths of industry to deepen regional economic activity2.3 The redevelopment and activation of major urban places to attract investment and improved lifestyles

COMMUNITY EXPECTATION – Industry GrowthCorporate Outcomes2.4 Infrastructure services are driven to deliver future economic growth2.5 Promote, foster and embrace growth opportunities, strategic investment and international exports2.6 Promote industry diversification to enhance regional economic resilience

PERFORMANCE MEASURES � Implementation of the 2016 – 2020 Economic

Development Action Plan � Increase in gross regional product � Increase in rate base

RELATED STRATEGIES AND PLANS � Economic Development Action Plan 2020 � Economic Development Strategy 2050 � Smart Hub Operational Plan � Smart Way Forward Action Plan

2. Economy OUR GOALA thriving regional capital that creates and nurtures diverse opportunities to balance work, play and growth.

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ROCKHAMPTON RIVER FESTIVAL IS ONE OF CENTRAL

QUEENSLAND’S MAJOR FESTIVALS. EACH YEAR THE

RIVER COMES ALIVE THROUGH CULTURE AND SOUND.

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COMMUNITY EXPECTATION – Protect, Enhance and Sustain our Natural EnvironmentCorporate Outcomes3.1 Contribute to healthy natural ecosystems

COMMUNITY EXPECTATION – Minimise the Environmental FootprintCorporate Outcomes3.2 Sustainable and innovative environmental practices3.3 Understand Council’s and the community’s environmental impacts

PERFORMANCE MEASURES � Council develop and implement an environmental

sustainability strategy � Increase the effectiveness of environmental programs

undertaken by Council � Develop strong community and stakeholder ownership/

partnerships

RELATED STRATEGIES AND PLANS � Biosecurity Plan � Rockhampton Region Planning Scheme � Waste Reduction and Recycling Plan

3. EnvironmentOUR GOALAn environmentally balanced and aware community, which preserves and maintains our natural environment and incorporates contemporary and proven sustainability principles, as part of all activities for current and future generations.

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THE ARCHER BROTHERS EXPLORED THE FITZROY

AREA IN 1853 AND NAMED THE BERSERKER RANGE AND

MOUNT SLEIPNER. MOUNT ARCHER WAS LATER NAMED

IN THEIR HONOUR. MOUNT ARCHER IS PART OF THE DARUMBAL TRIBE RAKI-

WARRA CLAN’S TRADITIONAL COUNTRY.

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COMMUNITY EXPECTATION – A Customer Focused Organisation Corporate Outcomes4.1 Customer focused services4.2 Practical and values based compliance frameworks4.3 Accountable and motivated organisation

COMMUNITY EXPECTATION – Regional Planning and DevelopmentCorporate Outcomes4.4 Plan for future population and economic growth giving consideration to a diverse range of industries and services

PERFORMANCE MEASURES � Community and stakeholder satisfaction with Council � Compliance with State and Federal benchmarks and

standards

RELATED STRATEGIES AND PLANS � Corporate Systems Consolidation Strategy � Customer Service Standards � Economic Development Action Plan 2020 � eServices Strategy � ICT Strategic Plan 2015/20 � IT Mobility Strategy � Rockhampton Region Planning Scheme � Workplace Health and Safety Management System Plan

4. Service ExcellenceOUR GOALA modern thinking, community outcome focused organisation that effectively balances the community’s aspirations with the resources available now and into the future.

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ROCKHAMPTON REGIONAL COUNCIL HAS THREE

CUSTOMER SERVICE CENTRES ACROSS THE REGION SERVING

OVER 100,000 CUSTOMERS PER YEAR IN PERSON AND

OVER THE PHONE.

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COMMUNITY EXPECTATION – Consistent and Engaging Leadership Corporate Outcomes5.1 Productive partnerships with all levels of government and relevant stakeholders5.2 Strong leadership that provides quality governance to support and service the community

COMMUNITY EXPECTATION – Fair and BalancedCorporate Outcomes5.3 Financially sustainable organisation5.4 Leading public sector employer

PERFORMANCE MEASURES � Attainment of leading workplace safety standards � Sustainable long term financial planning � Community accessibility to elected officials and the

organisation � Employee satisfaction and engagement in the workplace

RELATED STRATEGIES AND PLANS � Asset Management Plans � Enterprise Risk Framework � Long Term Financial Forecast

5. Local Government LeaderOUR GOALDelivering a high performing and progressive organisation that leads by example.

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The Queensland Plan is a 30 year vision for the state developed by the State Government to give a clear picture of nine foundations Queenslanders want to focus their attention on for the future. Rockhampton Regional Council has aligned its Corporate Plan to the Queensland Plan to demonstrate that we are working together to ensure that outcomes for our Region are focused on and achieved.

QUEENSLAND PLAN

ROCKHAMPTON REGIONAL COUNCIL 2022 OUTCOMES

QUEENSLAND PLAN FOUNDATION AREAS

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1. COMMUNITY1.1 Safe, accessible, reliable and sustainable infrastructure and facilities

1.2 Regional public places that meet our community’s needs

1.3 Safe places for our community

1.4 Healthy living and active lifestyles

1.5 Inclusive, connected and informed community

1.6 Our sense of place, diverse culture, history and creativity are valued and embraced

2. ECONOMY2.1 A destination sought for lifestyle, community events and tourism

2.2 Value add to the strengths of industry to deepen regional economic activity

2.3 The redevelopment and activation of major urban places to attract investment and improved lifestyles

2.4 Infrastructure services are driven to deliver future economic growth

2.5 Promote, foster and embrace growth opportunities, strategic investment and international exports

2.6 Promote industry diversification to enhance regional economic resilience

PRIMARY = SECONDARY =

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ROCKHAMPTON REGIONAL COUNCIL 2022 OUTCOMES

QUEENSLAND PLAN FOUNDATION AREAS

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3. ENVIRONMENT3.1 Contribute to healthy natural ecosystems

3.2 Sustainable and innovative environmental practices

3.3 Understand Council’s and the community’s environmental impacts

4. SERVICE EXCELLENCE4.1 Customer focused services

4.2 Practical and values based compliance frameworks

4.3 Accountable and motivated organisation

4.4 Plan for future population and economic growth giving consideration to a diverse range of industries and services

5. LOCAL GOVERNMENT LEADER5.1 Productive partnerships with all levels of government and relevant stakeholders

5.2 Strong leadership that provides quality governance to support and service the community

5.3 Financially sustainable organisation

5.4 Leading public sector employer

ACHIEVING THE NINE FOUNDATIONS QUEENSLANDERS

WANT COUNCIL TO FOCUS THEIR ATTENTION ON

FOR THE FUTURE.

PRIMARY = SECONDARY =

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In accordance with section 166 of the Local Government Regulation 2012, Council must provide the information on the nature and extent of activities, and the objectives of each of its commercial business units. Updated information on commercial business units are reported in Council’s annual reports.

FITZROY RIVER WATER

Nature and Extent of Activities

Fitzroy River Water (FRW) is a commercial business unit of Council and is responsible for operating and maintaining water and sewer assets totally approximately $862.6 million (replacement value). General functions of these assets include the storage and supply of raw water for urban, commercial and agricultural purposes, treating and distributing potable water for urban and industrial use and the collection, treatment and discharge of treated effluent.

Objectives

FRW will enhance the community’s quality of life providing sustainable water, sewerage and environmental services, through innovation, technical expertise, business efficiency, excellence in customer service and commitment to the environment.

The key objectives of FRW are to deliver commercially viable water and sewerage services that satisfy adopted and statutory customer service standards.

FRW will, in conducting the activities on behalf of the Council:

� Provide high quality safe, reliable and cost effective water and sewerage services;

� Operate in an efficient and financially sustainable manner and provide the Council with an appropriate rate of return;

� Responsibly manage, improve and augment infrastructure;

� Be responsive to customer needs;

� Meet performance targets;

� Optimise costs;

� Protect the environment, encourage water conservation and water recycling; and

� Undertake other commercial activities with a profit motive.

COMMERCIAL BUSINESS UNITS

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FITZROY RIVER WATER PROVIDES WATER AND

SEWERAGE SERVICES VIA 39,354 WATER ACCESS

CONNECTIONS AND 51,160 SEWERAGE ACCESS

CONNECTIONS.

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ROCKHAMPTON REGIONAL WASTE AND RECYCLING


Rockhampton Regional Waste and Recycling (RRWR) is a commercial business unit of Council and is responsible for the operation and maintenance of waste and recycling assets totaling approximately $36.1 million (replacement value). General functions of these assets include the provision of waste collection points for the bulk transport of waste to two landfills, and the provision of ‘airspace’ to receive the Region’s waste in an environmentally sound way and associated recycling and reuse support facilities at two landfills.

Objectives

The key objectives of RRWR are to deliver commercially viable waste and recycling services that satisfy adopted customer service standards.

General

� Setting the strategic direction for Council’s Waste Management Strategy; and

� Support of public education programs in relation to waste minimisation, reuse and recycling.

Waste

� Operation and management of two landfill sites at Rockhampton (Lakes Creek Road Landfill) and Gracemere (Gracemere Landfill);

� Operation and management of three manned and nine unmanned transfer station facilities/roadside bin stations;

� Collection and disposal of domestic and commercial waste within the Rockhampton Region; and

� Providing waste management services to events and activities.

Recycling

� Management of contracted recycling service providers.

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IN OUR REGION AN AVERAGE OF 31,000 GENERAL WASTE

WHEELIE BINS AND 13,000 RECYCLING WHEELIE BINS ARE

EMPTIED EACH AND EVERY WEEK.

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ROCKHAMPTON AIRPORT


Rockhampton Airport is a commercial business unit of Council and is a major Australian regional airport that services the City of Rockhampton and Central Queensland, with flights to Brisbane, Gold Coast, Gladstone, Mackay, Townsville and Cairns. The Airport is used by both domestic and international airlines using a mix of aircraft such as the B747 to B777 and A340 types. Rockhampton Airport is responsible for the operation and maintenance of Airport assets totalling approximately $113.7 million (replacement value).

Objectives

The key objectives of the Rockhampton Airport are to safely deliver aeronautical and non-aeronautical services. For aeronautical activities this includes all activities that are vital to airport activity and their removal would render the Airport unable to function in an aeronautical capacity. They include the runways, taxiways and aircraft parking apron areas. For non-aeronautical activities this includes all other activities undertaken by Rockhampton Airport and includes the operation of the terminal building, car park facilities, concessions and related leases and licences, etc. All of those activities are ancillary to the operation of a modern airport.

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COR

POR

ATE PLAN

2017-2022

ROCKHAMPTON AIRPORT (ROK) IS A MAJOR REGIONAL

AIRPORT THAT HAS APPROXIMATELY 650,000

PASSENGERS PASSING THROUGH THE TERMINAL

EVERY YEAR.

ROCKHAMPTON REGIONAL COUNCIL PO Box 1860, Rockhampton, QLD 4700

07 4932 9000 | [email protected] | www.rrc.qld.gov.au

WS190617

Documents

CORPORATE PLAN 2017-2022 - City of Rockhampton · Kershaw Gardens restoration and redevelopment will provide a new and improved outdoor space with several playgrounds, picnic shelters,